critical thinking fishbone diagram

The Fishbone Analysis Tool (Ishikawa Diagram): A Simple Intro

The fishbone analysis tool is a visual method used to help capture and understand various things including the root causes to a problem. Completed diagrams look like a fish skeleton. Summary by The World of Work Project

Fishbone Analysis

Fishbone analysis diagrams are also known as Ishikawa diagrams. They are a visual tool that helps individuals and teams captured and understand the root causes to a specific problem.

The problem statement that is being considered is captured in the fish’s head. The specific root-causes that contribute to the problem are captured along the fish’s fins (or rib bones). The major causes of the problem are captured at the ends of the fins.

This approach produces comprehensive visualizations of problems which help with the solution process. When designing solutions, it’s important to ensure that any proposed solution addresses the major root causes that have been identified.

Using it in Practice

Fishbone analysis is often part of a more comprehensive approach to team problem solving and is often combined with silent brainstorming .

The standard approach that we would use around a fishbone analysis forms part of a facilitated team problem solving approach, using the A3 Thinking method . This is normally completed using post-it notes initially, and is only captured in fishbone diagram at a later stage. The process is as follows:

• Firstly, have a team silently brainstorm the root causes of a chosen problem statement using the 5 whys approach to ensure depth.
• Secondly, have the team group their individual root causes into themes.
• Thirdly, have the team review the grouped thematic areas and, if happy with them, name them. These names then become the major-causes to the identified problem.
• Fourthly, review the root-causes and major causes, checking them for completeness against an appropriate list of potential major-causes.
• Finally, progress to the solution design phase.

Major-causes: 3 Common Groups

It’s important to understand the common major-causes which can affect a specific type of problem. With these in mind it’s possible to check the completeness of the root-causes you’ve identified.

For example, if you know that a common major-cause is “people capability” and you’ve identified no root-causes of this nature, you can go back and spend further time identifying appropriate root-causes to your problem.

By doing this you can ensure that you’ve identified all of the appropriate root causes, and are thus in a position to identify a better solution to your problem.

Below, we consider three groups of major-causes that you may wish to use to check your root-causes for completeness. Each group is useful in different circumstances. More groups are available, and you can always create your own group which is appropriate for your specific circumstances.

The PPPS Major-causes

PPPC stands for people, process, platform and culture. These are an excellent set of common major-causes to consider for any problem in an office or a professional-services working environment. Most problems in this environment have root causes within all four of these major-causes.

The 5 Ms Major-causes

The 5 Ms are: machine, method, material, man and measurement. These major causes are useful for consideration in the manufacturing sector where you would expect to potentially find root-causes in relation to all of them.

The 5 Ps Major-causes

The 5 Ps are: product, price, promotion, place, people. These are simply the 5 Ps of marketing (which we’ve yet to write about), converted into potential major-causes. These are appropriate major-causes to consider in relation to a product marketing problem.

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Learning More

Thinking about what we do from different perspectives and with others is very helpful for decision making. Tools like the reframing matrix process or hackathons can help us do this.

Part of the reason we’re not great at problem solving is that we all have thinking habits and cognitive biases that restrict our creativity. In particular, these decision making biases often lead us towards bad (or irrational) decisions. And sometimes we make decisions just because ISLAGIATT …

Similarly, Drilling into issues with the 5 Whys helps us understand root causes more and creating an ease/benefit matrix helps us decide what to focus on in the first place. When we are actually working on things like this in groups it’s useful to use techniques like silent brainstorming to get the best results.

To learn more about creativity, innovation and problem solving, you might enjoy the third of our three podcasts specifically on these topics. It focuses mainly on cognitive processes:

The World of Work Project View

Fishbone analysis is a helpful tool. It’s a useful way to visualize, share, track and analyze root causes to a specific problem. The approach of comparing root causes to a list of common major-causes for that kind of problem is also very helpful.

In our view though, the real magic comes from getting the right people in the room and leading an effective root-cause ideation / brainstorming activity. In many ways this is more important than how you visualize the root-causes that you capture.

Our Podcast . 

Our Podcast is a great way to learn more about hundreds of fascinating topics from around the world of work.

In this instance, most of our content has come from our working experience. The original source of this model though is by Kaoru Ishikawa and you can read more in his book: “Introduction to Quality Control” .

The World of Work Project: The Fishbone Analysis Tool (Ishikawa Diagram): A Simple Intro

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Ishikawa Diagram (Fishbone Diagram): A Comprehensive Guide to Effective Analysis

In the contemporary landscape of business and quality management, efficient problem-solving methodologies are regarded with paramount importance. Among these methodologies, the Ishikawa Diagram — also known as the Fishbone Diagram —stands out as a powerful tool for identifying, exploring, and visually displaying the roots of a particular problem. Named after its inventor, Kaoru Ishikawa, the diagram has found a multitude of uses in various fields ranging from manufacturing to education.

In this comprehensive guide, we will delve deep into the efficacy of the Ishikawa Diagram, examining its origins, structure, applications, and offering a step-by-step approach to craft and analyze this insightful tool.

Importance and Usage of the Ishikawa Diagram in Different Fields

The Ishikawa Diagram is celebrated for its ability to facilitate learning problem solving in a structured and collaborative manner. It prompts teams to look beyond superficial issues and investigate underlying causes of problems.

This quality has made it indispensable in domains like quality control, project management, healthcare, and any context where systematic analysis is key to improvement. Its simplicity and visual nature make it an engaging means of communication, able to enhance clarity and foster a collective understanding of complex issues. With its cross-industry relevance, the Ishikawa Diagram continues to evolve as a foundational element in the repertoire of analytical tools.

History and Origin of Ishikawa Diagram

Discussing the origin and development of the ishikawa diagram.

The Ishikawa Diagram was developed in the 1960s, an era marked by Japan's industrial revolution, where significant emphasis was put on quality control and manufacturing processes. This tool was initially embraced by the Kawasaki shipyards but soon proliferated beyond, to become a cornerstone of the total quality management movement. It empowered workers by giving them a voice to contribute to problem-solving endeavours.

Throughout its history, the Ishikawa Diagram has transcended its original context and has been modified and refined to suit a variety of disciplines, showcasing its versatility and adaptability.

Brief Biography of Kaoru Ishikawa, the Man Behind the Diagram

Kaoru Ishikawa, born in Tokyo in 1915, was not just an inventor but a visionary who transformed management practices. A prominent professor at the University of Tokyo, Ishikawa was dedicated to quality management processes and sought ways to involve all employees—from top management to the shop floor workers—in organizational problem-solving.

Apart from the Fishbone Diagram, which remains his most renowned contribution, Ishikawa also developed the concept of Quality Circles and advocated for the internal customer concept, which emphasizes the importance of each member of the process as a 'customer' to the preceding process step.

Understanding the Ishikawa Diagram

The structure of ishikawa diagram.

The Ishikawa Diagram's construction is metaphorically aligned with the anatomy of a fish. At its head is the problem statement, or the "effect", to be investigated. Extending from the 'spine' of the fish are the major categories of potential causes, often generalized as Methods, Materials, Machines, People, Measurements, and Environment. It's this skeletal structure that provides the framework upon which the specifics—the ‘bones’—of the potential causes are overlaid.

The intuitive nature of this layout promotes an organized and comprehensive dissection of issues at hand.

Key Elements and Components of the Diagram

Each branch or "bone" leading off from the main axis represents an avenue of inquiry, a category of potential causes. These categories can be further broken down into sub-branches, representing sub-causes, which provide a finer granularity of analysis.

It is this hierarchical decomposition that equips the Ishikawa Diagram with the ability to handle complex and multifaceted issues by visualizing the relationship between the effect and its causes in a structured and clear-cut manner.

The Concept and Principle of Cause and Effect in Relation to the Diagram

At its core, the Ishikawa Diagram is rooted in the cause-and-effect principle, illustrating that various factors and their interplay result in the final issue or 'effect.' Its intent is not simply to list possible reasons for a problem but to delve into the systemic and sometimes hidden connections that cause the observed effect.

Through this diagram, users systematically explore the potential causes, organized by major categories, to uncover the actual reason behind the problem.

Uses and Applications of Ishikawa Diagram

Discussing the role of ishikawa diagram in problem-solving.

Problem-solving is central to improvement initiatives across various sectors. When faced with a complex issue, it can be challenging to pinpoint exactly where things are going astray. The Ishikawa Diagram serves as a guide to systematically navigate through potential causes, ensuring a thorough examination rather than a hasty conclusion.

By analyzing the 'bones' that make up the 'fish,' teams can collectively identify root causes and not just symptoms, allowing for effective solutions rather than quick fixes.

Importance of Ishikawa Diagram in the Field of Quality Management

In quality management, the primary goal is to identify and rectify flaws to streamline processes and enhance the product or service. The Ishikawa Diagram aids this pursuit by laying out a roadmap to identify quality issues, leading to a deeper understanding of the process and thus, an improved quality outcome.

As processes become increasingly complex, the use of such a diagram ensures a methodical approach to maintaining high standards and fostering continual improvement within an organization.

Use of Ishikawa Diagram in Complexity Analysis and Decision-Making

One of the significant strengths of the Ishikawa Diagram is its ability to simplify complexity. By breaking down issues into smaller, more manageable parts, it aids decision-makers in comprehending and tackling complex problems. This tool enables a more thoughtful and data-driven decision-making process, where all possible factors are considered before any measures are implemented.

Step-by-Step Guide on How to Create an Ishikawa Diagram

Preparing to create the diagram.

Prior to engaging with the diagram, it is essential to have a clear understanding of the problem at hand. This involves gathering relevant information, ensuring accessibility to necessary resources, and assembling a team with diverse knowledge to contribute to the analysis. Identifying the scope and the boundaries of the problem is crucial; an Ishikawa Diagram is most effective when applied to a specific issue rather than an overwhelming or generalized one.

Define the Problem or the Effect

Defining the problem—also known as the "effect"—is the pivotal first step in creating your Ishikawa Diagram. This effect should be articulated as clearly and concisely as possible, setting the stage for the subsequent analysis. Once defined, this problem statement becomes the head of the fish, guiding every subsequent step in the exploration process.

Brainstorming Potential Causes

With the problem outlined, it's time for the team to employ collective brainstorming to identify all possible causes. This phase benefits from diversity of thought and open communication, as the team casts a wide net to capture every conceivable reason that might contribute to the problem. Multiple perspectives ensure that less obvious or unconventional causes are also taken into consideration.

Categorizing the Causes

After a myriad of potential causes have been gathered, they must be categorized. This involves sorting them into broader categories, such as the aforementioned Methods, Materials, Machines, People, Measurements, and Environment. These categories help in organizing thoughts and structuring the diagram, forming the main branches or 'bones' off which more detailed causes will hang.

Adding Causes and Sub-causes to the Diagram

The next step is to place each identified cause into its relevant category along the branches of the diagram. Within each category, causes are further broken down into finer details, forming sub-causes as necessary. This layered format is essential for a comprehensive and ordered analysis.

Analyzing and Interpreting the Diagram

Having constructed the Ishikawa Diagram, the final step is to analyze and interpret the findings. This process often uncovers patterns or reveals the most common categories that contribute to the problem. From here, teams can prioritize which causes to address first based on their potential impact and the resources available to create an action plan.

Advantages and Disadvantages of Ishikawa Diagram

Discussing the benefits of using ishikawa diagram.

The advantages of the Ishikawa Diagram are manifold. It promotes a thorough investigation of problems, avoiding superficial diagnoses. By visually mapping out the cause-and-effect relationships, it enhances collective understanding and fosters clearer communication among team members. Additionally, the diagram's structure encourages a democratic approach to problem-solving, where each team member can contribute perspectives and insights.

Exploring the Limitations and Challenges of Using the Diagram

Despite its benefits, the Ishikawa Diagram is not without its limitations. One challenge is the potential for the process to become unwieldy, especially when too many causes are identified without effective filtering or prioritization. Another limitation is the risk of drawing incorrect conclusions if the analysis is not sufficiently data-driven or if the team has inherent biases. Furthermore, the diagram alone cannot solve the problem—it is a tool, and its effectiveness depends on how it is used.

The Importance of a Balanced Approach While Using the Diagram

To mitigate the limitations of the Ishikawa Diagram, it is critical to adopt a balanced approach. This involves being systematic yet flexible, comprehensive yet focused, and data-driven while open to insights and experiences. Confirmatory data analysis and practical tests should follow the use of the diagram to validate the identified causes before taking corrective actions. Additionally, continuous learning and feedback loops can prevent the recurrence of past oversights.

Case Studies and Examples

Presenting real-life case studies where ishikawa diagram has been utilized effectively.

There are numerous real-world applications of Ishikawa Diagrams that illustrate their effectiveness. For example, in healthcare, hospitals have used the diagram to reduce patient wait times by identifying and addressing inefficiencies in their processes. In manufacturing, the diagram has been instrumental in diagnosing defects in production lines, leading to improvements in both quality and productivity.

Demonstrating the Process Through Examples

For instance, an automotive company may use an Ishikawa Diagram to dive into why a specific component is failing at a high rate. Through careful analysis, they might uncover that a combination of poorly trained staff (People), imprecise measurement tools (Measurement), and a suboptimal material (Material) is contributing to the defect. With these root causes identified, targeted interventions can be developed and implemented.

Recap of the Essential Points About Ishikawa Diagram

The Ishikawa Diagram is an exceptionally versatile tool that can dissect and clarify complex issues across industries effectively. It serves as a critical thinking instrument that structures problem analysis, facilitates communication, and promotes a culture of continuous improvement.

Emphasize the Importance of This Tool in Various Industries

The ongoing relevance of the Ishikawa Diagram in fields as diverse as healthcare, education, manufacturing, and beyond highlights its enduring value. For organizations striving for excellence, embracing such analytical frameworks is key to identifying problems at their core and crafting sustainable solutions.

Encourage More Research and Understanding About the Concept

Understanding how to properly leverage the Ishikawa Diagram can enhance one's analytical skills and elevate an organization's problem-solving abilities. It's a testimony to Kaoru Ishikawa’s legacy that his diagram remains a profound influence on modern-day quality management and decision-making processes. For professionals and organizations committed to optimal operations, mastery of the Ishikawa Diagram is a worthwhile pursuit— one that resonates with the enduring quest for knowledge and efficiency. As online certificate programs often include training in such analytical tools, they represent an accessible avenue for professionals to enhance their competency in deploying this powerful diagram.

The richness of the Ishikawa Diagram's potential is only as limited as the users' capacity to utilize it fully. With a blend of critical scrutiny and inventive application, this tool's utility remains an invaluable asset in the toolbox of problem solvers across the globe.

What are the primary functions and purposes of an Ishikawa Diagram in the context of problem-solving and root cause analysis?

The Ishikawa Diagram, also known as a Fishbone Diagram, offers a visual tool for root cause analysis. Dr. Kaoru Ishikawa, a Japanese quality control expert, developed this method. It is pivotal in problem-solving and analyzing complex issues. Users trace back from effects to potential causes systematically.

Core Functions of Ishikawa Diagrams

Facilitate brainstorming : This diagram serves as a brainstorming tool. It encourages collective problem-solving. Teams often use it to generate ideas around potential causes of a problem.

Categorize causes : The diagram has several branches that categorize causes. Common categories include Methods, Machines, People, Materials, Measurements, and Environment.

Visualize relationships : A clear visual layout shows cause-and-effect relationships. This feature promotes understanding of the interplay between different factors.

Focus discussion : By outlining causes, the diagram focuses team discussions. It directs attention to specific areas.

Foster a systematic approach : The structured nature of the diagram leads teams through a rigorous process. It ensures they consider all relevant aspects of an issue.

Purposes of Ishikawa Diagrams

Identify root causes : The primary purpose lies in identifying the fundamental causes. These are the underlying factors that contribute to a problem's occurrence.

Promote collaborative problem-solving : The Ishikawa Diagram brings teams together. It encourages collaboration and collective learning.

Support continuous improvement : When teams understand problems well, they can develop more effective solutions. This understanding supports an organizational culture of continuous improvement.

Ensure comprehensive examination : The layout ensures no stone remains unturned. Teams examine every possible contributing factor to a problem.

Enhance communication : The visual nature of the diagram enhances communication. It makes complex relationships between causes more understandable. It also provides a reference point for discussions.

In sum, Ishikawa Diagrams form a powerful arsenal in problem-solving. They ensure systematic, thorough analysis. They encourage team participation and pave the way for effective solutions. Their role in root cause analysis is indispensable for many organizations striving for excellence and continuous improvement.

How does the Ishikawa Diagram integrate with other data analysis tools and methodologies in enhancing organizational efficiency?

The ishikawa diagram in data analysis ecosystem.

The Ishikawa Diagram, or fishbone diagram, offers visual simplicity. It aids users in pinpointing root causes. Yet, its full potential emerges through integration. It complements other data analysis tools. These synergies enhance organizational efficiency.

Integration with Pareto Analysis

Ishikawa diagrams often pair with Pareto Analysis. Pareto prioritizes problems based on impact. Ishikawa defines these problems’ root causes. This combination streamlines problem-solving. It directs resources to areas with the greatest returns.

Link with Statistical Process Control

Next, consider Statistical Process Control (SPC). SPC uses statistical methods to monitor processes. The Ishikawa Diagram identifies variables for SPC charts. This helps maintain consistent quality.

Synergy with Failure Mode and Effect Analysis

Failure Mode and Effect Analysis (FMEA) assesses potential failure points. The Ishikawa Diagram adds depth here. It details the underlying causes of each failure mode. This strengthens preventive strategies.

Connection with Six Sigma

Six Sigma focuses on defect reduction. Ishikawa diagrams offer an early step in Six Sigma's DMAIC process (Define, Measure, Analyze, Improve, Control). They help in the 'Analyze' phase. Teams can them map out cause-and-effect relationships before seeking improvements.

Alignment with Lean Methodology

Lean methodology targets waste reduction. Ishikawa diagrams highlight the causes of waste. They aid in creating a targeted Lean intervention. This ensures efforts do not go to waste.

Using Ishikawa for Data-Driven Decisions

Organizations thrive on data-driven decisions. Ishikawa diagrams serve as a foundation for these. They set the stage for quantitative analysis. They ensure organizations do not rely on hunches.

Informed Hypotheses Development

Ishikawa diagrams facilitate informed hypotheses development. Analysts consider various factors. These guide subsequent data collection.

Streamlining Data Collection

Once hypotheses are set, efficient data collection follows. The Ishikawa Diagram informs relevant data to gather. This prevents extraneous data clogging the analysis.

Enhancing Cross-Functional Communication

Communication bridges successful integrations. The Ishikawa Diagram simplifies complex ideas. It brings clarity to cross-functional team discussions.

Driving Continuous Improvement

Continuous improvement stands at the heart of operational efficiency. Ishikawa diagrams offer a starting point for Kaizen events. Teams can identify and tackle inefficiencies on a regular basis.

The Ishikawa Diagram does not stand alone. It forms vital links within a network of methodologies. This improves decision-making processes. Teams identify root causes more effectively. Organizations gain in efficiency and effectiveness. Short, clear sentences convey this complex relationship. The integration enhances strategic and tactical business decisions. Ishikawa diagrams are more than a tool. They are a bridge to organizational excellence.

What are some of the common challenges faced when creating and interpreting Ishikawa Diagrams and how can these be effectively mitigated?

Understanding ishikawa diagrams.

Ishikawa diagrams, often known as fishbone diagrams, support root cause analysis in various industries. These tools help organizations ascertain possible causes of specific problems. Yet the creation and interpretation of Ishikawa diagrams involve several challenges.

Identifying Relevant Categories

One challenge involves determining relevant categories for potential causes. It requires a strong understanding of the process or problem at hand.

Mitigation Tips :

- Involve cross-functional teams in brainstorming sessions.

- Conduct thorough reviews of existing process documentation.

Categories must reflect all aspects that could influence the issue.

Ensuring Comprehensive Cause Analysis

An Ishikawa diagram must encompass all possible causes. A narrow focus compromises its effectiveness.

- Facilitate exhaustive cause-and-effect discussions.

- Ensure team members understand they must consider wide-ranging factors.

Comprehensive analysis reduces the risk of overlooking critical causes.

Avoiding Overcomplexity

Complex diagrams confuse more than clarify. Keeping diagrams straightforward aids comprehension.

- Focus on major cause categories initially.

- Drill down into sub-causes in successive diagrams if necessary.

This staged approach manages complexity effectively.

Maintaining Team Consensus

Reaching consensus among team members poses another challenge. Diverse perspectives can lead to conflict or confusion.

- Utilize neutral facilitators to guide discussions objectively.

- Establish clear rules for the cause-vetting process.

This helps maintain focus and ensures productive dialogue.

Validating Assumptions

Assumptions in Ishikawa diagrams may not always reflect reality. Validating these assumptions is a critical step for accurate diagrams.

- Pair causes with supporting data wherever possible.

- Revisit assumptions regularly to confirm their validity.

Data-driven validation strengthens the diagram's reliability.

Facilitating Effective Interpretation

Even well-constructed diagrams can be difficult to interpret. Misinterpretation can lead to incorrect conclusions.

- Provide training on Ishikawa diagram reading and interpretation.

- Create a legend or guide to explain symbols and layout conventions.

Clear interpretation guidance ensures accurate readings.

Supporting Decision Making

Ishikawa diagrams aim to inform decision-making. They must present information in a manner supportive of this goal.

- Prioritize identified causes based on impact and likelihood.

- Use the diagram as a starting point for further analysis or experimentation.

Prioritization helps target the most significant causes first.

The creation and interpretation of Ishikawa diagrams come with distinct challenges. Addressing these systematically enhances the effectiveness of the diagrams. It involves ensuring the relevance of categories, thoroughness in cause analysis, simplicity, consensus, assumption validation, proper interpretation, and decision-making support. When teams mitigate these challenges properly, Ishikawa diagrams serve as powerful tools for problem-solving and quality improvement efforts.

He is a content producer who specializes in blog content. He has a master's degree in business administration and he lives in the Netherlands.

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Cause and Effect Analysis

Identifying the likely causes of problems.

By the Mind Tools Content Team

(Also known as Cause and Effect Diagrams, Fishbone Diagrams, Ishikawa Diagrams, Herringbone Diagrams, and Fishikawa Diagrams.)

When you have a serious problem, it's important to explore all of the things that could cause it, before you start to think about a solution.

That way you can solve the problem completely, first time round, rather than just addressing part of it and having the problem run on and on.

Cause and Effect Analysis gives you a useful way of doing this. This diagram-based technique, which combines Brainstorming with a type of Mind Map , pushes you to consider all possible causes of a problem, rather than just the ones that are most obvious.

Click here to view a transcript of this video.

About the Tool

Cause and Effect Analysis was devised by professor Kaoru Ishikawa, a pioneer of quality management, in the 1960s. The technique was then published in his 1990 book, " Introduction to Quality Control ." [1]

The diagrams that you create with are known as Ishikawa Diagrams or Fishbone Diagrams (because a completed diagram can look like the skeleton of a fish).

Although it was originally developed as a quality control tool, you can use the technique just as well in other ways. For instance, you can use it to:

• Discover the root cause of a problem.
• Uncover bottlenecks in your processes.
• Identify where and why a process isn't working.

How to Use the Tool

Follow these steps to solve a problem with Cause and Effect Analysis:

Step 1: Identify the Problem

First, write down the exact problem you face. Where appropriate, identify who is involved, what the problem is, and when and where it occurs.

Then, write the problem in a box on the left-hand side of a large sheet of paper, and draw a line across the paper horizontally from the box. This arrangement, looking like the head and spine of a fish, gives you space to develop ideas.

In this simple example, a manager is having problems with an uncooperative branch office.

Figure 1 – Cause and Effect Analysis Example Step 1

(Click image to view full size.)

Some people prefer to write the problem on the right-hand side of the piece of paper, and develop ideas in the space to the left. Use whichever approach you feel most comfortable with.

It's important to define your problem correctly. CATWOE can help you do this – this asks you to look at the problem from the perspective of Customers, Actors in the process, the Transformation process, the overall World view, the process Owner, and Environmental constraints.

By considering all of these, you can develop a comprehensive understanding of the problem.

Step 2: Work Out the Major Factors Involved

Next, identify the factors that may be part of the problem. These may be systems, equipment, materials, external forces, people involved with the problem, and so on.

Try to draw out as many of these as possible. As a starting point, you can use models such as the McKinsey 7S Framework (which offers you Strategy, Structure, Systems, Shared values, Skills, Style and Staff as factors that you can consider) or the 4Ps of Marketing (which offers Product, Place, Price, and Promotion as possible factors).

Brainstorm any other factors that may affect the situation.

Then draw a line off the "spine" of the diagram for each factor, and label each line.

The manager identifies the following factors, and adds these to his diagram:

Figure 2 – Cause and Effect Analysis Example Step 2

Step 3: Identify Possible Causes

Now, for each of the factors you considered in step 2, brainstorm possible causes of the problem that may be related to the factor.

Show these possible causes as shorter lines coming off the "bones" of the diagram. Where a cause is large or complex, then it may be best to break it down into sub-causes. Show these as lines coming off each cause line.

For each of the factors he identified in step 2, the manager brainstorms possible causes of the problem, and adds these to his diagram, as shown in figure 3.

Figure 3 – Cause and Effect Analysis Example Step 3

Step 4: Analyze Your Diagram

By this stage you should have a diagram showing all of the possible causes of the problem that you can think of.

Depending on the complexity and importance of the problem, you can now investigate the most likely causes further. This may involve setting up investigations, carrying out surveys, and so on. These will be designed to test which of these possible causes is actually contributing to the problem.

The manager has now finished his analysis. If he hadn't looked at the problem this way, he might have dealt with it by assuming that people in the branch office were "being difficult."

Instead he thinks that the best approach is to arrange a meeting with the Branch Manager. This would allow him to brief the manager fully on the new strategy, and talk through any problems that she may be experiencing.

A useful way to use this technique with a team is to write all of the possible causes of the problem down on sticky notes. You can then group similar ones together on the diagram.

This approach is sometimes called CEDAC (Cause and Effect Diagram with Additional Cards) and was developed by Dr. Ryuji Fukuda, a Japanese expert on continuous improvement.

Professor Kaoru Ishikawa created Cause and Effect Analysis in the 1960s. The technique uses a diagram-based approach for thinking through all of the possible causes of a problem. This helps you to carry out a thorough analysis of the situation.

There are four steps to using the tool.

• Identify the problem.
• Work out the major factors involved.
• Identify possible causes.
• Analyze your diagram.

You'll find this method is particularly useful when you're trying to solve complicated problems.

[1] Ishikawa, K (1990).  'Introduction to Quality Control ,' Tokyo: 3A Corporation.

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Fishbone Diagram

A fishbone diagram, also known as an Ishikawa diagram or cause and effect diagram, is a tool used to identify the root causes of a problem. It is named after Japanese quality control expert Kaoru Ishikawa, who developed the concept in the 1960s. Organizations across a variety of industries, including manufacturing, healthcare, and service use the fishbone diagram to identify and analyze the factors that contribute to a particular problem or issue.

Teams typically use a fishbone diagram to identify all of the possible causes of a specific problem or effect. You construct it by drawing a horizontal line with the problem or effect written at the end, and then drawing lines coming off of the central line to represent the different categories of causes. Teams typically label it with the major contributing factors, such as people, equipment, materials, environment, and methods.

Once a team determines the categories, the next step is to brainstorm and list out all of the potential causes within each category. You then draw the causes as branches off of the main lines, with each branch representing a specific cause.

Once a team has identified and listed all of the causes, the next step is to analyze the relationships between the causes to identify the root causes of the problem. You can do this through a variety of techniques, such as the 5 Whys method, which involves asking why the problem occurs repeatedly until the root cause is identified.

Once a team has identified the root causes, the next step is to develop and implement solutions to address those root causes. This can involve making changes to processes, equipment, training, or other factors that contribute to the problem.

The fishbone diagram is a valuable tool for identifying and addressing the root causes of a problem. By systematically analyzing the factors that contribute to a problem, organizations can develop effective solutions and improve the overall performance and quality of their processes.

Fishbone Diagram Example

When building a fishbone team members should be careful to include only the actual physical causes. It can be tempting to include items someone believes is happening or wishes were happening. Consequently, a fishbone can turn into a “wishbone” diagram.

Additional Resources on the Fishbone Diagram

• Ask Art: How Useful is Six Sigma and the Black Belts and Green Belts that Come with It?
• Jim Womack on how lean compares with Six Sigma, Re-engineering, TOC, TPM, etc., etc.
• Not Every Problem Is a “Nail” But Companies Typically Reach for the Same Old “Hammer”
• Why A3 Thinking is the Ideal Problem-Solving Method
• Developing Problem Solvers
• Fishbone Diagrams and Mind Maps

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• Fishbone Diagram Or 5 Whys Analysis: Which Should You Use?
• Learn Lean Sigma
• Root Cause Analysis

Choosing the right tool for identifying root causes is critical in the pursuit of continuous improvement. The Fishbone Diagram (Ishikawa Diagram) and the 5 Whys Analysis are two widely used tools in this field. Though both seek to identify the root causes of problems, their approaches and applications differ. The Fishbone Diagram uses a structured layout to visualize cause-and-effect relationships, whereas the 5 Whys Analysis uses iterative questioning to drill down to the core issue.

Understanding the complexities of both tools is critical for process improvement specialists, quality analysts, and anyone else interested in increasing organizational efficiency. In this comprehensive comparison, we’ll look at the strengths, weaknesses, similarities, and differences between these two methodologies, empowering you to make informed decisions on your journey to continuous improvement.

Table of Contents

The fishbone diagram.

The Fishbone Diagram, also known as the Ishikawa Diagram or Cause-and-Effect Diagram, is a graphical tool for identifying and visualizing the potential causes of a problem or effect. It gets its name from its resemblance to a fish’s skeleton, with the “head” representing the main problem and the various contributing factors representing the “bones.”

Structure and Goal

The Fishbone Diagram is designed to encourage in-depth investigation of potential causes. It aids teams in categorizing, visualizing, and delving into the underlying causes of a problem. It fosters a deeper understanding and targeted problem-solving by clearly mapping out the relationships between the effect and its contributing factors.

The Fishbone Diagram is an invaluable tool for promoting systematic analysis and continuous improvement when tackling complex organizational challenges or addressing specific process inefficiencies.

Example: Improving Production Efficiency in Automotive Manufacturing

In my role as a Continuous Improvement Manager in the automotive industry, We regularly face challenges in such as reducing production downtime for example. Utilizing the Fishbone Diagram is a good method to use to systematically identify the underlying causes.

Here’s how we approached it:

• Problem (Head): Increased production downtime.
• Main Categories (Bones): We divided the potential causes into six main categories: People, Processes, Machines, Materials, Environment, and Management.
• Detailed Analysis: Under each category, we listed specific issues. For example, under “Machines,” we identified outdated equipment, frequent breakdowns, and inadequate maintenance.
• Solutions: By analyzing these factors, we developed targeted solutions like equipment upgrades and preventive maintenance schedules.

5 Whys Analysis

The 5 Whys Analysis is a simple yet effective tool for determining the root cause of a problem by repeatedly asking “Why?” until the underlying issue is discovered. It emphasizes an iterative questioning process that digs beneath the surface of the problem, allowing for a more profound understanding of the issue.

What exactly is the 5 Whys Analysis?

The Five Whys Analysis involves asking “Why?” five times (or as many times as necessary) to get to the bottom of the problem. Each response serves as the foundation for the next question. It promotes critical thinking and ensures that solutions address the root cause rather than just the symptoms.

Iterative Questioning Process

• State the Problem: Start with a clear definition of the problem.
• Ask “Why?”: Ask why the problem occurred and document the answer.
• Repeat: Continue asking “Why?” to each answer until the root cause is identified.
• Implement Solutions: Develop and apply solutions targeting the root cause.

Example: Delay in Product Delivery

• Why is the product delivery delayed? Lack of inventory.
• Why is there a lack of inventory? Supplier issues.
• Why are there supplier issues? Inadequate communication and planning.
• Why is communication inadequate? Lack of a coordinated communication strategy.
• Why is there no coordinated strategy? Absence of a clear supply chain policy.

This leads to the root cause and enables the development of a targeted solution.

Comparing Fishbone and 5 Whys

Now that we have covered the basics of each of the Root Cause Analysis (RCA) tools, let’s compare them to help you understand which tool to use and when.

Similarities:

• Root Cause Identification: Both tools focus on identifying the underlying causes of a problem, encouraging systematic analysis.
• Problem-Solving: They promote critical thinking and targeted problem-solving by breaking down complex issues into manageable parts.

Differences:

• Structure: The Fishbone Diagram uses a visual layout resembling a fish’s skeleton, while the 5 Whys relies on iterative questioning.
• Complexity: The Fishbone Diagram often includes multiple categories and subcategories, making it suitable for complex problems. In contrast, the 5 Whys is simpler and more linear.
• Applicability: The Fishbone may be preferred for multifaceted problems with many variables, while the 5 Whys is often used for more straightforward issues.
• Ease of Use: The 5 Whys is generally quicker and easier to use, while the Fishbone Diagram requires more careful categorization and analysis.

Understanding these similarities and differences allows practitioners to choose the best tool for their specific needs, ensuring effective problem-solving and continuous improvement.

Practical Application of the Fishbone Diagram and 5 Whys Analysis

Understanding the strengths and weaknesses of the Fishbone Diagram and Five Whys Analysis is essential, but knowing how to apply these tools in real-world scenarios is what truly unlocks their value. Below, we’ll explore when to use each tool and offer practical guidance for implementation.

When to Use Each Tool

• Complex Problems: When dealing with multifaceted issues with numerous potential causes.
• Collaborative Analysis: Ideal for team brainstorming sessions, promoting cross-functional collaboration.
• Straightforward Issues: Best suited for simpler problems that don’t require extensive categorization.
• Quick Insights: When a rapid analysis is needed to identify a root cause without extensive detailing.

Practical Tips for Implementation

• Define the Problem Clearly: Start with a clear and concise problem statement.
• Brainstorm Categories: Identify the main categories or “bones” that may contribute to the problem.
• Dig Deeper: Encourage team members to think critically and identify sub-causes within each category.
• Analyze and Prioritize: Use the diagram to pinpoint high-impact areas and develop targeted solutions.
• Start with a Clear Question: Focus on a specific problem or symptom.
• Encourage Honesty: Foster an environment where team members feel comfortable answering honestly.
• Document the Process: Keep a record of each “Why?” and answer to ensure a logical flow.
• Validate the Root Cause: Ensure that the identified root cause is supported by evidence.

Downloadable Template

• 5 Whys Analysis Template: Download Here

In the world of continuous improvement, the tools used are just as important as the methods used. Despite their differences in structure and complexity, the Fishbone Diagram and the 5 Whys Analysis provide invaluable insights into determining root causes. Practitioners can tailor their approach to the problem at hand by understanding their distinct characteristics and knowing when to apply each.

These tools enable teams to think critically and act decisively, whether dissecting a multifaceted challenge with the detailed visualization of the Fishbone Diagram or quickly drilling down to the core issue with the 5 Whys. The templates and practical tips provided are intended to provide you with the resources you need to effectively implement these methodologies. Including these tools in your continuous improvement journey opens up new opportunities.

• Card, A.J., 2017. The problem with ‘5 whys’.   BMJ quality & safety ,  26 (8), pp.671-677.
• Benjamin, S.J., Marathamuthu, M.S. and Murugaiah, U., 2015. The use of 5-WHYs technique to eliminate OEE’s speed loss in a manufacturing firm.   Journal of Quality in Maintenance Engineering ,  21 (4), pp.419-435.
• Rooney, J.J. and Heuvel, L.N.V., 2004. Root cause analysis for beginners.   Quality progress ,  37 (7), pp.45-56.
• Peerally, M.F., Carr, S., Waring, J. and Dixon-Woods, M., 2017. The problem with root cause analysis. BMJ quality & safety ,  26 (5), pp.417-422.

Daniel Croft

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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Using Fishbone Diagrams in Inquiry-Based Teaching and Learning for Engineering Education

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Inquiry-based teaching theory is a pedagogical approach that invites students to explore academic content by posing, investigating, and answering questions, which provide an alternative theoretical foundation for rethinking and redesigning teaching practices. This paper presents using fishbone diagrams as the method in inquiry-based teaching and learning for engineering education to develop problem-solving skills for students. An example of teaching practices which is based on the theory also has been offered for the computer network course to troubleshoot failure network link.

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Osipov, P., Ziyatdinova, J.: Humanities in Engineering Education for Character Development. In: International IGIP-SEFI Annual Conference 2010, Slovakia (2010)

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Colburn, A.: Inquiring Scientists Want to Know. Educational Leadership 62(1), 63 (2004)

Tsaparlis, G., Gorezi, M.: A Modification of a Conventional Expository Physical Chemistry Laboratory to Accommodate an Inquiry/Project-Based Component: Method and Students’ Evaluation. Canadian Journal of Science, Mathematics and Technology Education 5(1), 111 (2005)

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Guo, W., Lu, H. (2011). Using Fishbone Diagrams in Inquiry-Based Teaching and Learning for Engineering Education. In: Zhu, M. (eds) Information and Management Engineering. ICCIC 2011. Communications in Computer and Information Science, vol 235. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-24022-5_70

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Apogee Systems Engineering

Systems Engineering Solutions

Systems Engineering 101: Fishbone Diagrams

In his article “ The Systems Engineering Mindset, Problem Solving and Critical Thinking ,” James Lackey makes the case that the principles of Systems Engineering can and should be practiced by everyone.  In this article (which is turning into a series) I’d like to expand on his point by taking a Systems Engineering tool and applying it to everyday troubleshooting:  the Fishbone Diagram.

Pop quiz, hotshot:  Your satellite has just lost communication with ground control:  What do you do?

I’ll get back to that example in a minute, but let’s start with a more, ahem, down to earth example.  Almost all of us have had the experience of trying to fire up the old PC, only to discover that nothing happens.  Time to troubleshoot!  You ask yourself the following questions:

• Is it plugged in?
• Is the power on in the house?
• Is it turning on, but the display isn’t working?
• Is it turning on, but the hard drive crashed?

A more rigorous way of approaching this troubleshooting example is to draw a diagram

In the drawing, I’ve categorized the various potential problems.  For example, Plugged in and House Power fall into the Power category.  I then add more “bones”

Ideally, each bone would have a likeliness associated with it.  For example, you don’t hear any noise from the computer when you turn it on, so it’s unlikely to be a problem with the graphics.  You’d also have a test associated with each bone:  Check the plug is the test to see if it’s plugged in.

Back to the satellite example.  The fishbone diagram contained 6 main bones and dozens of smaller bones.  I won’t draw it here, but it was complicated.

That’s the real power of a fishbone diagram.  For a simple troubleshooting issue like the computer, you don’t need a fishbone, but if you have a more complicated issue, it helps shape your thinking and provide a clear path towards the solution.

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Fishbone Purgatory

We received this question from a recent graduate of our Systematic Problem-Solving (SPS) workshop:

“Our organization is a supplier to the U.S. Military. We are required to submit a Fishbone Diagram for problems they and others refer back to us for resolution. We even have whiteboards in our team meeting rooms upon which the Fishbone Diagram is permanently printed to remind us to always use this approach. What do you suggest?”

Of course, we recognize you must give your customer what they want! Just don’t let this be the only thing you do. It is possible to rapidly create a Fishbone that covers all the necessary categories. Then, be sure to avoid Fishbone Purgatory by completing an SPS Problem Solving analysis. The completed Fishbone will assure your customer you considered a wide range of potential causes. The SPS analysis will enable you to converge and verify the true cause of the problem.

For those of you who may be unfamiliar with why there is a need for our non-Fishbone approach to resolving problems, please read on!

The situation: Its 2019 and many teams are struggling with their mandated responsibilities to solve problems quickly and permanently. These teams have performed slowly for so long that management is jumping to actions without benefit of cause verification, just to show they are doing something about waste and low yields. Some organizations pay steep fees for outside consultants to come in to solve the highest priority problems for them, using team members as mere data sources to be interviewed by them. When organizations pay to create their own internal experts of these esoteric methods, those internal experts often fail, overwhelmed by the method’s complexity and their own lack of experience. Therefore, the outside consultants must return over and over again. Teams, for their part, can become complacent, lacking urgency or pride about problem resolutions.

Why? Why are teams performing so poorly? One major cause of this situation is a legacy passed forward by USA quality circles of the 1970’s. Then, collaboration was rare in organizations. One of the grab bag of quality circle tools selected to fix the collaboration shortfall was the Fishbone Diagram (Kaoru Ishikawa, 1943, University of Tokyo). Although many still categorize the “Fishbone” as a problem analysis tool that lists causes, that is incorrect. WhatIs.com gets it right when they state: “A fishbone diagram . . . is a visualization tool for categorizing . . . potential causes . . .”. In other words, the Fishbone is a structured brainstorming tool – no structure at all for analysis. (To learn more, access the member’s part of our website and read, “The Fishbone and Three Thinking Apps”). In short, the Fishbone is incomplete, lacking a defined way to evaluate the potential causes it generates. Teams are forced to fill this gap themselves. Some vote, some guess, some look into each potential cause, but all delay convergence on the cause of the problem.

What about your organization? Are your team methods divergent or convergent?

BPI solution? We specialize in teaching and applying critical thinking. Our customers learn a streamlined process for solving all types of problems, individually and in teams. BPI tools are not just collaborative, they are strongly convergent. To begin with, we teach how to develop high quality potential causes, so teams don’t waste time developing and then discussing poorly conceived ideas. Then, we teach how to quickly scrub a much shorter list of potential causes to converge on the true cause of the problem. Teams no longer have to suffer long delays waiting for every last bit of information to trickle in from the pursuit of unlikely guesses and assorted poorly conceived potential causes. And fully 80-90% of the problems teams face will never need the esoteric tools outside consultants bring to bear on problems.

Results? We’ve documented teams fully resolving problems that had existed for years in less than an hour or two! That’s because we teach teams how to identify what information is needed and how best to use it. Our problem-solving thinking process limits with precision what information is required. With our methods step synergy, thinking focus, and rapid convergence on the true cause are the norm. Typically, each analysis concludes with the verification of the true cause of the problem, making consensus on the best corrective action possible. In short, teams escape and avoid Fishbone Purgatory with its delays and inadequate results.

Problem solving adepts. We know that people differ in their natural ability to think clearly about problems. Some people quickly get to the heart of problems. Others struggle. It is now possible for teams and individuals to learn how to think like brilliant problem solvers using the same process that “naturals” perform so easily. We have a test that helps organizations identify naturals by assessing people’s habits of mind in solving problems. This information is invaluable for making hiring and staffing decisions related to assessment of the ability to quickly and effectively solve problems. The test may also be used to find candidates for advanced problem-solving training as part of your effort to develop your own in-house problem-solving adepts.

Fishbone Purgatory! Runaway divergence NOT convergence

Business Processes Inc. * R & D * P.O. Box 1456 * La Jolla, CA 92038 www.critical-thinking.com

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